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Автор: Grafiati
Опубліковано: 10 грудня 2022
Оновлено: 28 січня 2023

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Статті в журналах з теми "Adaptive organisations"

1

Schulze, Jonas Hermann, and Felix Pinkow. "Leadership for Organisational Adaptability: How Enabling Leaders Create Adaptive Space." Administrative Sciences 10, no. 3 (June 28, 2020): 37. http://dx.doi.org/10.3390/admsci10030037.

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Organisational adaptability is the ability of an organisation to recognise the need to change and seize opportunities in dynamic environments. In an increasingly complex world, leadership must pay attention to dynamic, distributed, and contextual aspects in order to position their organisations for adaptability. The theory of dynamic capabilities constitutes a central concept for the requirements that enable organisational adaptability. Recent research suggested a model of “leadership for organisational adaptability” embedded in the theory of dynamic capabilities and ambidextrous leadership. This model ascribes leaders the task of creating “adaptive spaces”, which are ways to engage in tension that arises when new ideas collide with an organisation’s operational system, in order to generate and scale innovation. This work employs a qualitative research design by conducting expert interviews with participants from the management consulting industry as an exemplary object of research, and it identifies ways by which leaders can create such adaptive spaces. Findings indicate that leaders predominantly achieve this by providing employees with head space and opportunities to connect with others and promote diversity within their organisations. However, they could engage more actively in activities that pressure the organisation to change, leverage network structures to scale innovation, and in developing employees. It further emerged that organisations have not fully internalised the notion of distributed leadership, which is deemed crucial for coping with complexity.
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Mutebi, Henry, Joseph Mpeera Ntayi, Moses Muhwezi, and John C. Kigozi Munene. "Self-organisation, adaptability, organisational networks and inter-organisational coordination: empirical evidence from humanitarian organisations in Uganda." Journal of Humanitarian Logistics and Supply Chain Management 10, no. 4 (August 21, 2020): 447–83. http://dx.doi.org/10.1108/jhlscm-10-2019-0074.

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PurposeTo coordinate humanitarian organisations with different mandates that flock the scenes of disasters to save lives and respond to varied needs arising from the increased number of victims is not easy. Therefore, the level at which organisations self-organise, network and adapt to the dynamic operational environment may be related to inter-organisational coordination. The authors studied self-organisation, organisational networks and adaptability as important and often overlooked organisational factors hypothesised to be related to inter-organisational coordination in the context of humanitarian organisations.Design/methodology/approachThe study’s sample consisted of 101 humanitarian organisations with 315 respondents. To decrease the problem of common method variance, the authors split the samples within each humanitarian organisation into two subsamples: one subsample was used for the measurement of self-organisation, organisational network and adaptability, while the other was for the measurement of inter-organisational coordination.FindingsThe partial least square structural equation modelling (PLS-SEM) analysis using SmartPLS 3.2.8 indicated that self-organisation is related to inter-organisational coordination. Organisational network and adaptability were found to be mediators for the relationship between self-organisation and inter-organisational coordination and all combined accounted for 57.8% variance in inter-organisational coordination.Research limitations/implicationsThe study was cross sectional, hence imposing a limitation on changes in perceptions over time. Perhaps, a longitudinal study in future is desirable. Data were collected only from humanitarian organisations that had delivered relief to refugees in the stated camps by 2018. Above all, this study considered self-organisation, adaptability and organisational networks in the explanation of inter-organisational coordination, although there are other factors that could still be explored.Practical implicationsA potential implication is that humanitarian organisations which need to coordinate with others in emergency situations may need to examine their ability to self-organise, network and adapt.Social implicationsSocial transformation is a function of active social entities that cannot work in isolation. Hence, for each to be able to make a contribution to meaningful social change, there is need to develop organisational networks with sister organisations so as to secure rare resources that facilitate change efforts coupled with the ability to reorganise themselves and adapt to changing environmental circumstances.Originality/valueThe paper examines (1) the extent to which self-organisation, adaptability and organisational networks influence inter-organisational coordination; (2) the mediating role of both adaptability and organisational networks between self-organisation and inter-organisational coordination in the context of humanitarian organisations against the backdrop of complex adaptive system (CAS) theory.
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Potgieter, A., K. A. April, R. J. E. Cooke, and M. Lockett. "Adaptive Bayesian agents: Enabling distributed social networks." South African Journal of Business Management 37, no. 1 (March 31, 2006): 41–55. http://dx.doi.org/10.4102/sajbm.v37i1.597.

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This article brings together two views of organisations: resource-based theories (RBT) and social network analysis (SNA). Resource-based theories stress the importance of tangible assets, as well as less tangible ones, in the competitive advantage and success of organisations. However, they provide little insight into how resources are brought together by an organisation to generate core competencies that provide a source of differentiation that cannot easily be reproduced or substituted. In contrast SNA provides insight into the complexity of organisations and the interaction between the people within them, taking account of uncertainty and complexity. However, neither perspective gives significant insight into how organisations evolve over time, and how their competitive position is sustained or eroded.Our view is that integrating these two perspectives gives deeper insight into the basis of competitive advantage, and how it can evolve over time. ‘Complementary resource combinations’ (CRCs), bundles of related resources, can provide a basis for differentiation but only when these are embedded in a complex web of social interactions specific to the organisation. The ‘socially-complex resource combinations’ (SRCs) enable competitive advantage that is not readily reproduced or substituted, and which evolves over time in an uncertain and complex way. They are the basis of distinctive organisational competencies that enable the organisation to be a player in the marketplace, and in some cases to sustain competitive advantage. To understand how competitive advantage can be sustained, it is necessary to understand how these SRCs evolve over time, based on the interactions in social networks. To do this, we use Bayesian networks and topic maps, making hidden social relationships tangible. We use dynamic agents to observe local and global behaviours to model the SRCs. In this, we use the concept of ‘agencies’ that are networks of individual agents and which can solve problems and adapt in ways that are too complex for individual agents. The article outlines how this approach can be used to model complex social networks over time, recognising uncertainty and complexity, hence giving the ability to predict changes that will occur in the SRCs.
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De Groot, Bert, Wim Leendertse, and Jos Arts. "Building Adaptive Capacity through Learning in Project-Oriented Organisations in Infrastructure Planning." Urban Planning 5, no. 1 (March 6, 2020): 33–45. http://dx.doi.org/10.17645/up.v5i1.2523.

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Transport infrastructure networks are currently being challenged by rapidly changing contexts, such as climate change, new IT and mobility technologies, ageing infrastructure, demographic changes and growing engagement of stakeholders. These challenges call for an adaptive management approach in infrastructure planning. Apart from making the physical infrastructure more adaptive, organisational adaptive capacity is currently being discussed in both literature and practice. The literature describes learning as one of the key elements of organisational adaptive capacity. However, it remains unclear how infrastructure network agencies learn. Most of these agencies are organised in a project-oriented way. Projects can be considered as information exchange platforms of individuals that have to align their knowledge and interpretations to collectively make sense of this information to deliver a project-result. However, projects operate relatively autonomously from their parent organisation. This article aims to enhance the understanding of how projects learn from each other and how the parent organisation learns from projects and vice versa. To this end, we have conducted an in-depth case study of a typical project-oriented organisation in infrastructure planning: Rijkswaterstaat—the executive agency of the Ministry of Infrastructure and Water Management in the Netherlands. Data was collected through documents and semi-structured interviews with members of a selection of projects of Rijkswaterstaat and other members of this organisation. We used Social Network Analysis to support the analysis of the data. Subsequently, the results were confronted with literature to understand how collective learning occurs in project-oriented organisations.
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Birleson, Peter. "Learning Organisations: A Suitable Model for Improving Mental Health Services?" Australian & New Zealand Journal of Psychiatry 32, no. 2 (April 1998): 214–22. http://dx.doi.org/10.3109/00048679809062731.

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Objective: The aim of this paper was to describe an organisational model that has created interest in recent business management literature as supporting learning, adaptation and continuous improvement. Method: Some key features of the literature on learning organisations are outlined, including the values and processes involved, together with a structural and cultural template that has been applied to a community child and adolescent mental health service. Some blocks to learning and the leadership skills required to develop adaptive services are described. Results: The experience of applying the model has led to a change in mental health service organisational structure and culture towards greater support for research, quality improvement, experimentation and adaptation. Conclusions: The learning organisation model offers a more comprehensive framework for designing adaptive mental health services and supporting quality management practices than any other recent organisational form.
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Liukinevičienė, Laima, and Jurgita Blažienė. "The Discourse of the Resilience of Hospitals in the Theoretical Context of the Organisation’s Concept of Resilience and Factors." Socialiniai tyrimai 45, no. 1 (February 20, 2022): 8–35. http://dx.doi.org/10.15388/soctyr.45.1.1.

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Анотація:
Recovery and resilience, the ability to operate under the conditions of uncertainty – these challenges are now becoming the key tasks for each organisation. The research of the organisation’s concept of resilience is primarily linked to ecological sciences, followed by studies in social sciences linked to vulnerability and resilience of social groups, communities, cities, and organizations as systems. The efforts of scientists to develop the analysis, measurement instruments of resilience, observable resilience indicators systems, indices, regional vulnerability maps, development of regional resilience policies, etc. are visible. Scientists indicate that resilience is a complex ability and process and can be defined differently, depending on the contexts, but all of them are united by the notion that it is a positive effect in preparing for or after challenges, that it must be encouraged (Lee et al., 2016). The organisation’s theoretical concept of resilience is not widely developed and there is a lack of information on how organisations become resilient.The research aims to define the concept of organisation’s resilience, its features and factors as well as to reveal the concept of the resilience of hospitals in the theoretical context of the resilience of the organisation. The following research methods were used: the analysis, generalization and systematization of the content of scientific literature, synthesis of ideas based on scientific analysis.The definition of the concept of organisation’s resilience is based on a previous empirical research conducted by Barasa et al. (2018) as well as on the latest scientific insights: According to Jucevičius et al. (2017), resilience as the ability to regain strength after changes or errors is conceptually different from the concept of robustness, which describes systems that ignore environmental impacts. The resilience of an organization is the intrinsic ability of an organization to maintain and return to a dynamically stable state. It is the maintenance of resources in a sufficiently flexible form to allow them to be spontaneously adapted in the event of an unforeseen threat. Continuous harmonisation of the monitoring of small errors with improvisation provides employees with expert and wider competencies for more flexible adaptation. The idea proposed by Gricevičius (2019) to link the resilience of the organization to the ability to survive and even thrive during a crisis supports the idea of Gečienė and Raišienė (2019, 2020) that the resilience of the organization should be understood more as a capacity and process than a result, and as adaptation rather than stability (Gečienė et al., 2020). Insight into the fact that we are constantly strengthening the resilience of organisations by adapting to changes at three levels: the potential of the resources available in the system, participants in the internal communication system and variables, creative and flexible responses to the challenges (Holling and Gunderson, 2002, cited in Gečienė, 2020); that the resilience of the organisation must be perceived as a long-term goal (Litz, 2005, cited in Gečienė, 2020). Beuran and Santos (2019) consider that three definitions are important in the organisation’s conceptualisation of resilience: resilience as an organisational characteristic; resilience as a result of the organisation’s activities; resilience as an identification of disorders that the organisation can tolerate. The theoretical concept of organization’s resilience is developed by defining external and internal factors of resilience. The external factors of the resilience of public sector organisations include the following: 1) political factors that directly or indirectly influence organisations’ involvement in a greater focus on the organisation’s sustainable development, unforeseen challenges in the long term; 2) economic factors (e.g. availability of financial resources); 3) technological factors (e.g. availability of hardware and software; digital progress), social factors (e.g. decentralisation as management practice in the public sector, coordination of systems, greater awareness of resilience in society, etc.). Disseminating the experience of business organisations in adapting to challenges in the media has also become a social factor.According to scientific practice (Barasa et al. (2018); Gečienė (2020)), to analyse the passive and active resilience of the organisation, we have divided the internal factors of the organization’s resilience into two groups: 1. Passive or operational, adaptive resilience of the organisation. The factors are as follows: 1) prudent management of public (physical, economic, organisational, social, human) capital, assets held or entrusted with management; management of organisational change management, absorption, adaptability, reconstruction capacity is essential; 2) a balanced organisational routine and structure; 3) management and continuous improvement of internal information and communication systems; 4) management (managerial) practices; 5) organizational culture.2. Active or planned, strategic, otherwise capability-oriented resilience of the organization. The factors are as follows: 1) the organisation’s resilience planning, strategy; 2) the organisation’s external policy focused on strengthening resilience; 3) continuous involvement in the analysis, application, development of managerial innovations; 4) leadership and continuous improvement of the organisation’s resilience competencies.Hospitals are organisations whose management is subject to the same managerial principles as in budgetary institutions in general, and therefore the analyzed resilience features of organizations are also applicable to hospitals. Due to the specific purpose of organisations (human health is one of the most important values, health care is a constitutionally justified objective and public interest) and relevance during the 2020–2021 pandemic, there is an increase in the discourse of the scientific resilience of the health system, driven also by increased interaction between politicians, scientists and medical professionals. The resilience of the health system and individual health care institutions is becoming a priority objective of public policy, and the issue of resilience is linked not only to post-crisis recovery but also to the active prospect of resilience – to be prepared for future challenges. In addition to adaptive and planned resilience in the discourse of health system, science activates a discussion on the concept of everyday resilience, as hospitals have to deal with unforeseen challenges every day, the consequences of which can affect patients.
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Harris, Howard, Saadia Carapiet, and Chris Provis. "‘Adaptive and Agile Organisations’." Philosophy of Management 4, no. 1 (2004): 3–11. http://dx.doi.org/10.5840/pom20044110.

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Lizier, Amanda Louise. "Investigating work and learning through complex adaptive organisations." Journal of Workplace Learning 29, no. 7/8 (September 11, 2017): 554–65. http://dx.doi.org/10.1108/jwl-05-2016-0033.

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Анотація:
Purpose The purpose of this paper is to outline an empirical study of how professionals experience work and learning in complex adaptive organisations. The study uses a complex adaptive systems approach, which forms the basis of a specifically developed conceptual framework for explaining professionals’ experiences of work and learning. Design/methodology/approach Semi-structured interviews were conducted with 14 professionals from a variety of organisations, industry sectors and occupations in Sydney, Australia. The transcripts were subjected to an adapted phenomenographic analysis, and an analysis using the complex adaptive organisations conceptual framework (CAOCF). Findings The findings indicated that professionals experienced learning mainly through work, where work was experienced as fluid and influenced by varying degrees of emergence, agency, complex social networks and adaptation. Further, the greater the degree of work fluidity, the greater the impetus towards learning through work, empirically indicating that the experience of learning in contemporary organisations is entwined with work. Originality/value This study used the concept of complex adaptive organisations as a conceptual framework, coupled with an adapted phenomenographic methodology, to investigate individual professionals’ experiences of work and learning. The adoption of the concept of complex adaptive organisations provided a rigorous way to adopt a complexity approach. In particular, the concept of emergence provides insights into how organisational complexity influences work and, subsequently, learning and adaptation.
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Kousis, Maria, Maria Paschou, and Angelos Loukakis. "Transnational Solidarity Organisations and their Main Features, before and since 2008: Adaptive and/or Autonomous?" Sociological Research Online 26, no. 3 (September 2021): 672–94. http://dx.doi.org/10.1177/13607804211032240.

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This article highlights the importance of crisis-related transformations experienced during the 2008–2016 period by transnationally oriented, citizen-led solidarity organisations, a topic that has received scant scholarly attention. It offers an exploratory, comparative analysis of the main features of these Transnational Solidarity Organisations (TSOs) which rests on a comprehensive conceptual framework of ‘alternative forms of resilience’, referring to the ability to bounce back from hardship and meet human needs in challenging times. We apply a new methodology, Action Organisation Analysis, which is based on information coded from organisational websites of solidarity organisations retrieved from online directories. Using a sample of 1753 TSOs, we examine two types of approaches: adaptive (philanthropic, formal, or reformist) and autonomous (mutual-help, informal, or contentious) ones. We document differential transformations for adaptive and autonomous TSOs, as reflected in their major characteristics, that is, their value frames, partners, and routes to achieve their goals and supplementary actions, across time and in three different issue fields: migration, disabilities, and unemployment. Notable are the increasing shifts towards social change and protests, especially for unemployment TSOs, and less so for migration ones. The findings contribute to debates on the impact of crises on activist solidarity organisations by documenting the dialectics of autonomy and adaptation across contemporary social issues, as well as by highlighting the importance of TSOs’ hybrid features. This analysis will also be useful for future work on transnational solidarity organisations and their transitions in a rapidly evolving global society.
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Piranfar, Hosein. "Adaptive organisations and environmental change." International Journal of Agile Systems and Management 1, no. 2 (2006): 194. http://dx.doi.org/10.1504/ijasm.2006.010949.

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Дисертації з теми "Adaptive organisations"

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Stephenson, Amy Victoria. "Benchmarking the Resilience of Organisations." Thesis, University of Canterbury. Department of Civil & Natural Resources Engineering, 2010. http://hdl.handle.net/10092/5303.

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Our world is more technologically advanced and interdependent, risks are increasingly shared across local, regional and national boundaries and we are more culturally diverse than ever before. As a result, communities are increasingly confronted with emergencies and crises which challenge their social and economic stability. To be resilient, communities rely on services and employment provided by organisations, to enable them to plan for, respond to, and recover from emergencies and crises. However organisational and community resilience are two sides of the same coin; if organisations are not prepared to respond to emergencies and crises, communities too are not prepared. Resilient organisations are also better poised to develop competitive advantage. However despite the potential business and performance rewards of becoming more resilient, organisations struggle to prioritise resilience and to allocate resources to resilience, which could be put to more immediate use. To enable organisations to invest in their resilience, the business case for resilience must be better than the case for new equipment or new staff. This thesis develops a methodology and survey tool for measuring and benchmarking organisational resilience. Previous qualitative case study research is reviewed and operationalised as a resilience measurement tool. The tool is tested on a random sample of Auckland organisations and factor analysis is used to further develop the instrument. The resilience benchmarking methodology is designed to guide organisations’ use of the resilience measurement tool and its incorporation into business-as-usual continuous improvement. Significant contributions of this thesis include a new model of organisational resilience, the resilience measurement tool, and the resilience benchmarking methodology. Together these outputs translate the concept of resilience for organisations and provide information on resilience strengths and weaknesses that enable them to proactively address their resilience and to develop a business case for resilience investment.
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Colman, Alan Wesley, and n/a. "Role oriented adaptive design." Swinburne University of Technology, 2006. http://adt.lib.swin.edu.au./public/adt-VSWT20070320.110756.

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Software systems are becoming inexorably more open, distributed, pervasive, mobile and connected. This thesis addresses the problem of how to build adaptive software systems. These systems need to reliably achieve system-level goals in volatile environments, where the system itself may be built from components of uncertain behaviour, and where the requirements for the software system may be changing. This thesis adopts the systemtheoretic concept of ontogenic adaptation from biology, and applies it to software architecture. Ontogenic adaptation is the ability of an individual system to maintain its organisational integrity by reconfiguring and regulating itself. A number of approaches to adaptive software architecture have been recently proposed that, to varying degrees, enable limited adaptive behaviour and reconfiguration, but none possess all the properties needed for ontogenic adaptation. We introduce a meta-model and framework called Role Oriented Adaptive Design (ROAD) that is consistent with the concept of maintaining organisational integrity through ontogenic adaptation. The ROAD meta-model defines software applications as networks of functional roles which are executed by players (objects, components, services, agents, people, or rolecomposites). These flexible organisational structures are adaptive because the relationships (contracts) between roles, and the bindings between roles and players, can be regulated and reconfigured at run-time. Such flexible organisational role-structures are encapsulated into composites each with its own organiser. Because self-managed composites are themselves role-players, these composites can be distributed and recursively composed. The organisers of the composites form a management system over which requirements and performance data pass. Rather than being monolithic constructions, ROAD software applications are dynamic, self-managed compositions of loosely-coupled, and potentially, distributed entities. The concepts in the ROAD meta-model have been implemented in a programming framework which can be extended by the application programmer to create adaptive applications. Central to this framework are dynamic contracts. These contracts define the role structure, control interactions between the role instances, and measure the performance of those interactions. Adaptivity is achieved by monitoring and manipulating these contracts, along with the role-player bindings. Contracts have been implemented using the mechanism of �association aspects�. The applicability of the ROAD framework to the domain of Service-Oriented Computing is demonstrated. The framework is further evaluated in terms of its ability to express the concept of ontogenic adaptation and also in terms of the overhead its runtime infrastructure imposes on interactions.
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Prasad, Kumkum. "Organisations as complex adaptive systems : implications for the design of information systems." Thesis, Open University, 1998. http://oro.open.ac.uk/57909/.

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Анотація:
Today a paradigm shift in the field of organisation and management theories is no longer disputed and the need to switch from the Command-and-Control to the Leaming Organisation Paradigm (LOP) in the area of organisational theory is well understood. However, it is less well appreciated that learning organisations cannot operate effectively if supported by centralised databases and tailor-made application programs. LOP emphasises adaptability, flexibility, participation and learning. It is important to understand that the changes in organisational and management strategies will not on their own be able to produce the desired effects unless they are supported by appropriate changes in organisational culture, and by effective information systems. This research demonstrates that conventional information system strategies and development methods are no longer adequate. Information system strategies must respond to these needs of the LOP and incorporate new information systems that are capable of evolving, adapting and responding to the constantly changing business environment. The desired adaptability, flexibility and agility in information systems for LOP can be achieved by exploiting the technologies of the Internet, World Wide Web, intelligent agents and intranets. This research establishes that there is a need for synergy between organisational structures and organisational information systems. To obtain this desired synergy it is essential that new information systems be designed as an integral part of the learning organisational structure itself. Complexity theory provides a new set of metaphors and a host of concepts for the understanding of organisations as complex adaptive systems. This research introduces the principles of Complex Adaptive Systems and draws on their significance for designing the information systems needed to support the new generation of learning organisations. The search for new models of information system strategies for today's dynamic world of business points to the 'swarm models' observed in Nature.
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BONNELL, HARRY, PING LI, and LINGEN THEKLA VAN. "Nonviolent Communication : a Communication Tool to support the Adaptive Capacity of Organisations?" Thesis, Blekinge Tekniska Högskola, Institutionen för strategisk hållbar utveckling, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-14864.

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Анотація:
Adaptive capacity is essential for organisations to be able to adapt to the sustainability challenge, and change its course. Nonviolent Communication (NVC) is an interpersonal communication tool that enables a user to move from a language of judgements to a language of needs by using 4 steps: observation, feelings, needs, and request. As communication is essential to the adaptive capacity of a social system, this thesis explores the question: How does Nonviolent Communication support the adaptive capacity of organisations? Through a mixed methods approach (semi-structured interviews and surveys with NVC trainers, organisational representatives and employees), the effects of NVC on communication in 3 sample organisations in the Netherlands (a school, NGO and research institute), is explored. Quantitative survey results show that NVC has a positive to very positive effect on common organisational communication dynamics. Qualitative data supports this finding and shows that NVC brings positive effects of increased understanding, listening, and progress in work related issues through an increased awareness of one’s own and other’s needs and feelings. When linking these results to adaptive capacity of organisations, it is concluded that NVC directly supports the adaptive capacity elements of trust, diversity and learning, and indirectly supports common meaning and self-organisation.
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Brennan, Vincent T. "Developing a contingent, adaptive strategy model for nonprofit organisations: A systems approach." Thesis, Brennan, Vincent T. (2001) Developing a contingent, adaptive strategy model for nonprofit organisations: A systems approach. PhD thesis, Murdoch University, 2001. https://researchrepository.murdoch.edu.au/id/eprint/52650/.

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The literature on strategic management highlights the fact that strategy formulation must facilitate adaptiveness and be suitable for individual organisation structure and culture. This thesis reports on the development of a systems based approach to the strategic management of non-profit organisations. The supporting theory was developed from a study of general systems theory, human values theory, organisation theory, strategic management concepts and decision science. The need for this approach stems from a fundamental difference between forprofit and a substantial number of nonprofit organisations. With forprofit organisations, there is a direct relationship between customer satisfaction with products and services and the revenue generated for the business. With nonprofits, there is not a direct relationship between outputs and revenue. Largely, in nonprofits, donor revenue is related to the quality of marketing for fundraising and not strongly to the quality of programmes and services to clients. There is a nexus between achieving the mission of the organisation and the readiness for donor’s to contribute, but this connection is not as significant as in forprofit organisations. In forprofit organisations, the mission incorporates all elements of the organisation. In the core focus of revenue/profit making, it necessarily integrates the business’ processes. However, in nonprofit organisations the mission is focused on the provision of programmes and services to needy clients. The financial resources required to fund these programmes/services need not be related to the outcomes and thus, the management of nonprofits, from a strategic planning perspective, is concerned with twin responsibilities in twin strategic sectors. Essentially, with nonprofits, strategic management must focus more distinctly on two elements: firstly, the provision of programmes and services and secondly, the raising of funds. In this study, the need for two elements or strands of strategic management is called “The Bifurcated Strategic Model”. The impact of change and uncertainty in the external environment calls for a different strategic planning approach for these two elements. It is suggested that environmental uncertainty has a greater influence in respect of fundraising and relatively less in the area of programmes and services delivery. This “Variable Uncertainty Theory” indicates that, with relatively greater uncertainty with fundraising, there is an increased need for the adoption of an adaptive strategy, whereas, with the programme/service aspect, a more conventional strategic approach may be applied. A research project was carried out within a nonprofit organisation to investigate these theoretical propositions. This research vehicle was used to test out the individual methods but not as a case study of the application of the total methodology. The initial step in the research was largely information gathering. To ensure all stakeholders’ views were included and a thorough assessment made of knowledge, skills and power throughout the organisation, a systems approach was favoured. Further, a systems approach provides a broad number of ‘tools’ and techniques allowing more flexible and creative problem solving in complex and uncertain organisational situations. The study endeavours to demarcate the problem situation from a ‘mess’ of problems to where a model can be formulated to implement strategic decisions. Within this process, the application of methodology is dynamic; it is fashioned to correspond to the changing appreciation of the problem, therefore flexibly and creatively combining and modifying ‘soft’ and ‘hard’ methods to bring about a practical solution. The methodology should facilitate participation by all classes of stakeholder in problem definition, strategic planning and strategy adjustment. The study methodology utilised an approach based on Total Systems Intervention (TSI). TSI by its critical nature encourages a complementarist multi-method modus operandi which could lead to an inductive, practical, empirically founded theory of contingent strategy formulation. Thus, in the initial stages of the study the research was restricted to qualitative, soft systems methodologies in order to provide a basis upon which to support more structured and quantitative methodologies. Following the System of Systems Methodologies guidelines, the approach taken by the researcher, based on limited observation of the research vehicle, was to assume it presented the characteristics of a ‘complex system problem’. Therefore, it was considered better to work initially, from the premise of greater complexity and hence to apply the techniques of Critical Systems Thinking. Boundary judgements define the borders of concern of the stakeholders. Quite simply, it follows that whatever is considered by the stakeholders to be important must always have a normative element in need of careful scrutiny. A systems approach using boundary judgements, will produce different viewpoints and solutions to problem situations. In this research into the development of strategy in nonprofit organisations, the implications of this concept of boundary judgements were significant. They suggest, that in order to overcome the asymmetry of knowledge, skills and power within organisations there is, in fact, an inherent layer of fundamental processes which can be tapped into to ensure rational and democratic judgements. However, the concept of boundary judgements needs to be operationalised for practical application. To this end, ‘Critical Systems Heuristics’ has been developed into a conceptual framework of twelve basic boundary categories, which represent relative a priori judgements. Before an issue can be considered in terms of relevant ‘facts’ and ‘values’, we need to determine boundary judgements about the system of concern. This means giving empirical and normative content to these twelve abstract boundary categories. A practical way of using this critical thinking concept was by means of a series of interview questions. This method offered the advantage that it served as a step-by-step guide for systematic analysis of the knowledge and power structures in the organisation. In line with the critical/complementarist approach, several other methodologies were utilised to develop a greater understanding of the factors influencing strategic planning in the organisation. By linking systems methodologies and human values theory, an holistic organisational perspective was achieved combining all systems strata and merging individual worldviews within the organisation’s culture and ethos. An Organisation Priorities Survey (Values Survey) was carried out. Its main purpose was to establish if the analysis of values and their clusters provided evidence of Bifurcation within the research vehicle. Similar epistemological linkages were made with ORDIT (Organisational Requirements Definition for Information Technology) and OPIUM (Organisation Performance Improvement and Understanding Methodology) in a multi-method methodology. ORDIT provides a means of representing an organisational structure as a network of responsibility relationships within a socio-technical system. The main purpose of the ORDIT methodology is to provide an engagement facility to enable stakeholders and problem solvers to interrelate to specify requirements that are both social and technical. These may be related to, and assist in, the determination of a contingent strategic model. OPIUM is an organisation improvement methodology developed to examine both the ‘soft’ people issues and the ‘hard’ measurable goals. The OPIUM methodology integrates the primary strategic and operational processes across the organisation. Within the context of this study, OPIUM had the facility to provide a dual functionality: the integration process for adaptive strategy formulation and the environmental linkage for strategy adjustment. The investigation of a set of methodologies led to the development of a comprehensive (and contingent) Strategic Implementation Methodology, including an Adaptive Response Mechanism to monitor the organisation’s environment and make appropriate responses. The primary aim of this thesis was to demonstrate that an adaptive, contingent strategic planning model could be developed using a systems approach within a multimethod methodology. The study was carried out in a nonprofit organisation to test out the theoretical propositions. Several research problems were defined at the outset of the study and these were successfully addressed, to a greater or lesser degree, during the investigation. Also, they provided a guide to future research; they are essentially the current step in a long process.
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Vargas, Anamaria, and Pietro Antonio Negro. "Driving organisational culture change for sustainability. Employee engagement as means to fully embed sustainability into organisations." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-21729.

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When integrating sustainability, companies are often overlooking the changes needed in their organisational culture. This hinders organisations’ core business to efficiently embed sustainability and dooms corporate sustainability initiatives to be superficial. A possible solution is for organisations to develop a sustainability- oriented organisational culture that engages employees with the sustainability change and that develops a leadership supportive of the engagement of their employees. As a result, this thesis aims at exploring how organisations can change their organisational culture in order to fully integrate sustainability by engaging employees and managers. Specifically, it studies how employee engagement can contribute to transforming organizational cultures to fully embed sustainability. Additionally, this paper analyses how managers can support employee engagement with sustainability. The thesis conducts a literature review to set the theoretical foundations; it further resorts to semi-structured interviews and document analysis conducted in a Swedish public company, which has begun to integrate sustainability into its culture. The study finds that organisations’ cultures are being changed at the artifact levels and, partially, at the values and beliefs level of their cultures. Additionally, the thesis establishes that organisations are failing to create the conditions for employee engagement. It finally shows that leadership in companies is not efficiently supporting the engagement of employees to integrate sustainability into their culture.
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Henriksen, Eva. "Understanding in Healthcare Organisations- a prerequisite for development." Doctoral thesis, Uppsala University, Department of Public Health and Caring Sciences, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-3072.

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This study proposes that poor understanding of the structures, processes and outcomes of organisations seriously hampers collaboration between professional groups in care organisations. Three care settings were investigated: follow-up of patients with heart disease, an intensive care unit and care services for older people.

The overall aim was to investigate how people understand structures, processes and outcomes in care organisations. The participants were patients, patient representatives, healthcare professionals, managers and politicians.

A qualitative approach was used. Thematic analysis and grounded theory were employed in analysing the data.

Despite considerable efforts, no major changes took place over a 7-year period as to how cardiac follow-up services were understood. The system of cardiac follow-up services was found fragmented in its organisation and in the way individuals understood it. The results indicate that care professionals, patients and leaders have dissimilar understandings. The data suggest that care is organised from a professional-centred perspective rather than from a holistic worldview of the patients’ total context. Leaders in intensive care perceive their organisation as a learning organisation. However, in daily work healthcare tends to function to what can be described as a mass production approach to care. This state of conflict caused confusion and chaos among the leaders. The municipal elderly care services and the county council’s geriatric organisation had difficulties in co-ordination. Older people were perceived as passive recipients of healthcare, rather than as consumers whose well being and outcome were a reflection to the quality of the service.

The study concludes that despite the major changes that have taken place in the Swedish health and elderly care organisations over the past years, healthcare professionals’ understanding of their work has gone largely unchanged. Their understanding of care structures and processes did not change despite outside pressures. Lack of understanding of what others understand hampers development with the result that care organisations risk stagnation.

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Aidanpää, Mathilda, and Mathilda Sjöberg. "Digital Transformation: Governance as a TransitionTool : A case study at a Swedish municipality." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-296648.

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As society becomes increasingly digitalised, pressure is put on public organisations to keep up with technological developments. Thus, digital transformations, which is a strategic relocation of the business, have become essential for organisations. Digital transformations are associated with complexity and a high failure rate, partly due to organisational barriers and the necessity of structural changes and possessing several dynamic capabilities. Private organisations have led the way in the era of integrating technology with business, and public organisations have attempted to follow. As a result, governing inspired by private organisations have been developed for public organisations, namely new public management. However, this governing does not cover values essential for public organisations, e.g., public value, nor facilitating digital transformations. Governance that enables adaptation and responsiveness as well as creating public value is necessary, e.g., adaptive and agile governance. This thesis aims to investigate digital transformation in public organisations and the effect governing principles have on it. The study also explores the potential of adaptive governance and if digitalisation can enable municipalities to work with sustainability. To answer this, an exploratory study is conducted, which includes a case study, and a framework is constructed based on a literature review together with four in-depth interviews with scientists. The framework is then applied to the case study, consisting of 11 semi-structured interviews. The findings indicate that digital transformations of public organisations can be conducted without considering governing principles. However, governance can affect how successful the transformation is and what value creation it can bring. Using governance that does not facilitate the transformation could impact its success. Adaptive governance can solve many issues in municipal digital transformations, but may not solely be the solution. It emphasises learning and trial and-error and observes the transformation through an ecosystem perspective. However, the practical implications of it are limited as no methods exist. Thus, combinations with other governing principles may be required. Additionally, digitalisation cannot enable municipalities to achieve sustainability aims on its own. Instead, digital technologies are tools that the municipality can use to achieve sustainability. The study contributes to research by investigating the effect governing principles has on digital transformations of public organisations in a Swedish context, which previously was lacking. The framework can provide a guide and analysis tool for public organisation’s digital transformation, and shows potential to be applied in practice.
När samhället blir alltmer digitaliserat pressas offentliga organisationer att hålla jämna steg med den tekniska utvecklingen. Således har digitala transformationer, som är en strategisk förflyttning av verksamheten, blivit väsentligt för organisationer. Digitala transformationer är förknippade med komplexitet och hög andel misslyckanden, delvis på grund av nödvändiga strukturella förändringar och innehav av flertalet dynamiska kapaciteter, såväl som organisatoriska hinder. Privata organisationer har lett vägen i att integrera teknik med verksamheten och offentliga organisationer har försökt följa med. Detta har resulterat i att styrningen av offentliga organisationer inspirerats av näringslivet, nämligen new public management. Denna styrning täcker dock inte värden som är viktiga för offentliga organisationer, t.ex. offentligt värde, eller underlättar digitala transformationer. Styrning som möjliggör anpassning och lyhördhet samt skapar offentligt värde är nödvändigt, exempelvis adaptiv och agil styrning. Denna uppsats syftar till att undersöka digitala transformationer i offentlig sektor och vilken effekt styrande principer har på det. Studien undersöker också potentialen för adaptiv styrning och om digitalisering kan göra det möjligt för kommuner att arbeta med hållbarhet. För att svara på detta genomförs en undersökande studie, som inkluderar en fallstudie, och ett ramverk skapas baserat på en litteraturgenomgång tillsammans med fyra djupintervjuer med forskare. Ramverket tillämpas sedan på fallstudien, bestående av elvasemistrukturerade intervjuer. Resultaten tyder på att digitala transformationer av offentliga organisationerkan genomföras utan att ta hänsyn till styrande principer, men styrningen kan påverka hur optimal transformationen är och vilket värdeskapande den kan ge. Att använda styrning som inte underlättar transformationen kan påverka hur framgångsrik den är. Adaptiv styrning har förmågan att lösa många problem som finns i kommunala digitala transformationer, men är inte enskilt lösningen. Den betonar lärande och experimenterande samt observerar transformationen ur ett ekosystemsperspektiv. De praktiska implikationerna av den är dock begränsade, då den inte innehar specifika metoder. Således kan kombinationer med andra styrande principer krävas. Därtill medför inte digitalisering att kommuner uppnår hållbarhetsmål på egen hand. Istället bör digital teknik ses som verktyg som kommuner kan använda för att uppnå hållbarhet. Studien bidrar till forskning genom att undersöka vilken effekt styrande principer har på digital transformation inom offentliga organisationer ur ett svenskt perspektiv, vilket saknas i tidigare forskning. Ramverket kan tillhandahålla ett guide- och analysverktyg för offentliga organisationers digitala transformation och visar potential att kunna användas i praktiken.
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Karlsson, Oskar. "Implementation of coping and adaptive measures by non-governmental organisations during drought : A case-study of the international federation of the red cross and crescent societies in Sub-Saharan Africa." Thesis, Uppsala universitet, Statsvetenskapliga institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-455254.

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This thesis focuses on cases of drought since it is one of the most common and disastrous natural hazards that we experience on earth. Non-governmental organisations have traditionally offered humanitarian aid directed to response and relief measures. However, research shows that more long-term adaptive measures are more effective in reducing vulnerability and decreasing disaster risk. This thesis investigates how the International federation of the red cross and crescent society (IFRC) engage in vulnerability reducing measures through short-term coping and long-term adaptive measures and if it is in line with what the research presented in the theory section of this thesis has shown is the most effective way. Through the use of qualitative content analysis and a case-study design, four reports from two cases of drought in Sub-Saharan Africa have been analysed. The results indicate that the IFRC are still more prone to implement coping measures, but that adaptive measures are visible throughout the entirety of their projects. This thesis will have nuanced the work of Non-governmental organisations in disaster-struck areas and to contribute to future studies by its generalisability.
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Burnard, Kevin J. "Establishing the resilient response of organisations to disruptions : an exploration of organisational resilience." Thesis, Loughborough University, 2013. https://dspace.lboro.ac.uk/2134/12489.

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The focus of this thesis is to investigate resilience at an organisational level. The research aims to identify and establish the features of resilience within the response of an organisation to disruptive and crisis events. Natural disasters, pandemic disease, terrorist attacks, economic recession, equipment failure and human error can all pose both a potentially unpredictable and severe threat to the continuity of an organisation's operations. As a result, disruptive events highlight the need to develop robust and resilient organisational and infrastructural systems capable of adapting and overcoming complex disruptive events.
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Книги з теми "Adaptive organisations"

1

Mitleton-Kelly, Eve. Complex adaptive systems in an organisational context: Organisations as co-evolving complex adaptive systems. Coventry: ESRC Business Processes Resource Centre, 1998.

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Mitleton-Kelly, Eve. @Organisations as co-evolving complex adaptive systems. Coventry: Business Processes Resource Centre, 1998.

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3

Muzyka, Daniel F. Towards a theoretical model for adaptive entrepreneurial organisations using genetic algorithms. Fontainebleau: INSEAD, 1996.

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4

Emilio, Bellini, Di Nitto Elisabetta, Ghezzi Carlo, Tanca Letizia, Zimeo Eugenio, and SpringerLink (Online service), eds. Methodologies and Technologies for Networked Enterprises: ArtDeco: Adaptive Infrastructures for Decentralised Organisations. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012.

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5

Mitleton-Kelly, Eve. Complex adaptive systems in an organisational context: Organisations as co-evolving complex adaptive systems : paper presented at the British Academy of Management Conference 1997 Business Process Track. Warwick: ESRC Business Processes Resource Centre, 1997.

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6

Patel, Minesh Parshottam. Optimisation and self-organisation in adaptive learning networks. Uxbridge: Brunel University, 1987.

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7

Florian, Michael, and Frank Hillebrandt, eds. Adaption und Lernen von und in Organisationen. Wiesbaden: VS Verlag für Sozialwissenschaften, 2004. http://dx.doi.org/10.1007/978-3-322-80530-0.

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8

Planung und Adaption: Strategieentwicklung in Regionen, Organisationen und Netzwerken. Dortmund: Rohn, 2008.

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9

Døjbak, Håkonsson Dorthe, Nielsen Jørn Flohr, Snow Charles C, Ulhøi John, and SpringerLink (Online service), eds. New Approaches to Organization Design: Theory and Practice of Adaptive Enterprises. Boston, MA: Springer-Verlag US, 2009.

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10

D, Cohen Michael, ed. Harnessing complexity: Organizational implications of a scientific frontier. New York: Basic Books, 2000.

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Частини книг з теми "Adaptive organisations"

1

Argente, Estefanía, Holger Billhardt, Carlos E. Cuesta, Sergio Esparcia, Jana Görmer, Ramón Hermoso, Kristi Kirikal, Marin Lujak, José-Santiago Pérez-Sotelo, and Kuldar Taveter. "Adaptive Agent Organisations." In Agreement Technologies, 321–53. Dordrecht: Springer Netherlands, 2012. http://dx.doi.org/10.1007/978-94-007-5583-3_20.

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2

Kulatunga, Harini, W. J. Knottenbelt, and V. Kadirkamanathan. "Adaptive Planning of Staffing Levels in Health Care Organisations." In Lecture Notes of the Institute for Computer Sciences, Social Informatics and Telecommunications Engineering, 88–95. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-11745-9_14.

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Keogh, Kathleen, Liz Sonenberg, and Wally Smith. "Coordination in Adaptive Organisations: Extending Shared Plans with Knowledge Cultivation." In Organized Adaption in Multi-Agent Systems, 90–107. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-02377-4_6.

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Minucci, Guido. "How Water Management and Water Organisations Respond to Today Challenges?" In Enabling Adaptive Water Management to Face Drought Risk in a Changing Climate, 33–52. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-55137-7_4.

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Hasan, Md Maruf. "A Spreading Activation Framework for Ontology-Enhanced Adaptive Information Access within Organisations." In Agent-Mediated Knowledge Management, 288–96. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-540-24612-1_20.

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Ellis, Beverley, John Howard, and Howard Leicester. "The Key to Implementing an Accessible Information Standard Across Complex Adaptive Health and Social Care Organisations." In Putting Systems and Complexity Sciences Into Practice, 97–115. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-73636-5_8.

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Ellis, Beverley S. "The Value of Systems and Complexity Thinking to Enable Change in Adaptive Healthcare Organisations, Supported by Informatics." In The Value of Systems and Complexity Sciences for Healthcare, 217–29. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-26221-5_18.

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Adegbite, Oluwaseun E., Antonis C. Simintiras, Yogesh K. Dwivedi, and Kemefasu Ifie. "Adaptive Behaviour Paradigms." In Organisational Adaptations, 49–80. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-63510-1_4.

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Edalat, Farideh Delavari, and M. Reza Abdi. "Evaluation of Organisational Flexibility." In Adaptive Water Management, 101–12. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-64143-0_9.

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Allweyer, Thomas. "Die verstehende Organisation: Vom Know-how zum Know-why." In Adaptive Geschäftsprozesse, 209–10. Wiesbaden: Gabler Verlag, 1998. http://dx.doi.org/10.1007/978-3-663-09209-4_4.

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Тези доповідей конференцій з теми "Adaptive organisations"

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Fressmann, Andrea. "Adaptive Workflow Support for Search Processes within Fire Service Organisations." In 15th IEEE International Workshops on Enabling Technologies: Infrastructure for Collaborative Enterprises (WETICE'06). IEEE, 2006. http://dx.doi.org/10.1109/wetice.2006.15.

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Voitenko, Oleksandr, Igor Achkasov, and Alexander Timinsky. "Competence-based knowledge management in project oriented organisations in bi-adaptive context." In 2019 IEEE 14th International Scientific and Technical Conference on Computer Sciences and Information Technologies (CSIT). IEEE, 2019. http://dx.doi.org/10.1109/stc-csit.2019.8929806.

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3

Gregory-Smith, David G. "The ERCOFTAC Seminar and Workshop on 3D Turbomachinery Flow Predictions: December 1992." In ASME 1993 International Gas Turbine and Aeroengine Congress and Exposition. American Society of Mechanical Engineers, 1993. http://dx.doi.org/10.1115/93-gt-423.

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The ERCOFTAC (European Research Community on Flow, Turbulence and Combustion) Seminar and Workshop was held with the aim of sharing between academic and industrial organisations information on the state of the art of 3D flow calculations for turbomachines. An important objective was the educational element for both established workers and new researches in the area. The philosophy was one of openness and sharing of both successes and problems. Four test cases were selected from the open literature covering a range of turbomachinery configurations. Five review lectures were given to provide a background for the discussion of the computational results. The workshop sessions indicated the importance of ensuring numerical accuracy, the need for future work particularly in turbulence and transition modelling, and the possibilities of adaptive and unstructured grids. Industrial participation was rather low and the problems in allocating resources by an organisation for this sort of exercise are recognised, and should be carefully considered for any future similar event.
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Razmerita, Liana, Armin Peroznejad, Niki Pantelli, and Dan Kärreman. "Adapting to the Enforced Remote Work in the Covid 19 Pandemic." In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.44.

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Remote work provides an alternative method of working for organisations, which in turn became a norm during the Covid-19 pandemic. In this, paper, we study adaptation practices introduced by both individuals and organisations as a way for managing the enforced remote work. The study draws upon 33 interviews collected over a year during different phases of the Covid 19 pandemic. We apply adaptation theory lenses to examine the adaptation process over time and new digital working practices. In our study, we extend technological practices by including organisational and behavioral practices. We approach adaptation as a way of coping with a radical change or dynamic situation and building resilience. Based on the data analysis, we expend the adaptation theory in relation to different forms of adaptation to new remote work practices (e.g. at technological, organisational, and behavioural level).
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Kucukcan, Talip. "SOCIAL AND SPIRITUAL CAPITAL OF THE GÜLEN MOVEMENT." In Muslim World in Transition: Contributions of the Gülen Movement. Leeds Metropolitan University Press, 2007. http://dx.doi.org/10.55207/ixza9999.

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This paper examines the Gülen movement from the perspective of social and spiritual capital theory. It argues that, in an increasingly globalised world, this movement has been distin- guished by its consistent ability to convert its social network and spiritual capital into crea- tive projects that contribute positively to the transformation of Islamic thought and practice in many different settings and socio-political contexts. In the past, traditional spiritual and religious movements remained largely indifferent to the new forms of transformative agency such as civil society organisations, the media, modern educational establishments, corpora- tions and global networking. Social capital theory is derived from the idea that social net- works have both importance and power as civil actors in modern democratic societies. The Gülen movement was able to adapt to the modern conditions and successfully turned its spiritual, intellectual and human resources into effective social capital. Three areas of that adaptive success are examined: education (establishment of institutions from primary school to university level, attracting students of diverse backgrounds); the media (a wide range of products in print and audio-visual communication, from a mass circulation daily to TV and radio channels); and civil society organisations (foundations and associations to promote democratic participation and dialogue among various sections of the society). The paper con- cludes that the Gülen movement has built up a huge social capital and turns it into a number of transformative agents informed by Islamic spirituality.
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Papamichail, Theodora, and Ana Peric. "Informal planning: a tool towards adaptive urban governance." In 55th ISOCARP World Planning Congress, Beyond Metropolis, Jakarta-Bogor, Indonesia. ISOCARP, 2019. http://dx.doi.org/10.47472/mcur1568.

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Formal planning instruments and procedures have often been unpopular and ineffective for solving complex spatial issues, such as urban sprawl or transport congestion. As a result, such conflicts turn into complex planning tasks that usually exceed the provisioned time and funding, especially when faced with adversarial interests of actors from different organisations, sectors or social groups. Hence, informal planning, as a non-binding supplement to official planning instruments, is often considered highly effective. In its broadest sense, informal planning includes the principles of collaborative dialogue, diverse networks, trustful relationships and tailor-made processes among interested parties. Consequently, informal planning processes foster sound decision-making delivering a spectrum of problem-oriented solutions and increasing public consensus, while enacting experimentation, learning, change, and the creation of shared meanings among stakeholders. However, informal planning cannot be taken for granted – it is strongly interwoven with the planning culture influenced by the historical and political background, and the current socio-economic conditions. This paper revolves around several pillars. After an introductory section, a brief historical overview firstly identifies the place of informal planning in various planning models that have appeared since the 1960s. More specifically, informal planning is analysed against the theoretical concept of collaborative rationality. Finally, the paper focuses on a specific informal planning procedure called the ‘test planning method’, being analysed against the previously elaborated theoretical background. As this instrument links both formal and informal planning, its comparison and interrelation with the theoretical background of collaborative rationality contributes to elucidating the following attributes of adaptive (collaborative) urban governance: 1) flexible and agile institutional arrangements supportive to various kinds of urban planning mechanisms (not only official tools), 2) proactive and imaginative planners ready to accept solutions created outside the technical domain of instrumental rationality, and 3) inclusion of numerous stakeholders to exchange various information and different types of knowledge, i.e. expert and experiential knowledge. Observed through the example of the test planning method, the article finally highlights the successful aspects of informal planning, however, pointing also to its shortcomings, which could be expected in the societies with a lack of key democratic elements
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Linton Van Der Vyver, Glen, and Michael Lane. "Using the New Generation of IS Development Techniques in Effective Group Learning: A Pilot Study of a Team-Based Approach in an IT Course." In 2003 Informing Science + IT Education Conference. Informing Science Institute, 2003. http://dx.doi.org/10.28945/2715.

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Adaptive and fluid applications development methodologies such as Prototyping, RAD, FAD and Extreme Programming have emerged in recent years in response to organisational realities that include rapid change, uncertainty and ambiguity. These methodologies are well suited to the team-based approach that has become so important in the modern organisation. Yet, many educational programmes in the West still focus on individual learning and assessment. This paper reports on a pilot study where team-based methods are incorporated into a demanding undergraduate I.T. course. An attempt is also made to create a learning environment that incorporates elements of the ‘real world.’ It is established that a team-based approach, where there is a focus on interdependency and group learning, can lead to some dramatic improvements in the performance of IT students but a number of unexpected problems emerge.
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Dignum, Virginia, and Frank Dignum. "Value-Sensitive Design of Self-Organisation." In 2015 IEEE 9th International Conference on Self-Adaptive and Self-Organizing Systems (SASO). IEEE, 2015. http://dx.doi.org/10.1109/saso.2015.25.

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9

Adam, Emmanuel, Emmanuelle Grislin-Le Strugeon, and René Mandiau. "Flexible Hierarchical Organisation of Role Based Agents." In 2008 Second IEEE International Conference on Self-Adaptive and Self-Organizing Systems Workshops, SASOW. IEEE, 2008. http://dx.doi.org/10.1109/sasow.2008.27.

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10

Montagna, Sara, Danilo Pianini, and Mirko Viroli. "Gradient-Based Self-Organisation Patterns of Anticipative Adaptation." In 2012 IEEE 6th International Conference on Self-Adaptive and Self-Organizing Systems (SASO). IEEE, 2012. http://dx.doi.org/10.1109/saso.2012.25.

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Звіти організацій з теми "Adaptive organisations"

1

Widmer, Mireille, Marina Apgar, Jiniya Afroze, Sudhir Malla, Jill Healey, and Sendrine Constant. Capacity Development in a Participatory Adaptive Programme: the Case of the Clarissa Consortium. Institute of Development Studies, April 2022. http://dx.doi.org/10.19088/clarissa.2022.001.

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Анотація:
Doing development differently rests on deliberate efforts to reflect and learn, not just about what programmes are doing and achieving, but about how they are working. This is particularly important for an action research programme like Child Labour: Action- Research-Innovation in South and South-Eastern Asia (CLARISSA), which is implemented by a consortium of organisations from across the research and development spectrum, during a rapidly changing global pandemic. Harnessing the potential of diverse skills and complementary strengths across partners in responding to the complex challenge of the worst forms of child labour, requires capacity to work together in novel ways. This Research and Evidence Paper documents how CLARISSA approached capacity development, and what we learnt from our challenges and successes. From the start, the programme incorporated a capacity development strategy resting on self-assessment of a wide range of behavioural and technical competencies that were deemed important for programme implementation, formal training activities, and periodic review of progress through an after-action review (AAR) process. An inventory of capacity development activities that took place during the first year of implementation reveals a wide range of additional, unplanned activities, enabled by the programme’s flexibility and adaptive management strategy. These are organised into eight modalities, according to the individual or collective nature of the activity, and its sequencing – namely, whether capacity development happens prior to, during, or after (from) implementation. We conclude with some reflections on the emergent nature of capacity development. Planning capacity development in an adaptive programme provides a scaffolding in terms of time, resources, and legitimacy that sustains adaptiveness. We also recognise the gaps that remain to be addressed, particularly on scaling up individual learning to collective capabilities, and widening the focus from implementation teams to individuals working at consortium level.
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2

Widmer, Mireille, Marina Apgar, Jiniya Afroze, Sudhir Malla, Jill Healey, and Sendrine Constant. Capacity Development in a Participatory Adaptive Programme: the Case of the Clarissa Consortium. Institute of Development Studies, April 2022. http://dx.doi.org/10.19088/clarissa.2022.001.

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Анотація:
Doing development differently rests on deliberate efforts to reflect and learn, not just about what programmes are doing and achieving, but about how they are working. This is particularly important for an action research programme like Child Labour: Action- Research-Innovation in South and South-Eastern Asia (CLARISSA), which is implemented by a consortium of organisations from across the research and development spectrum, during a rapidly changing global pandemic. Harnessing the potential of diverse skills and complementary strengths across partners in responding to the complex challenge of the worst forms of child labour, requires capacity to work together in novel ways. This Research and Evidence Paper documents how CLARISSA approached capacity development, and what we learnt from our challenges and successes. From the start, the programme incorporated a capacity development strategy resting on self-assessment of a wide range of behavioural and technical competencies that were deemed important for programme implementation, formal training activities, and periodic review of progress through an after-action review (AAR) process. An inventory of capacity development activities that took place during the first year of implementation reveals a wide range of additional, unplanned activities, enabled by the programme’s flexibility and adaptive management strategy. These are organised into eight modalities, according to the individual or collective nature of the activity, and its sequencing – namely, whether capacity development happens prior to, during, or after (from) implementation. We conclude with some reflections on the emergent nature of capacity development. Planning capacity development in an adaptive programme provides a scaffolding in terms of time, resources, and legitimacy that sustains adaptiveness. We also recognise the gaps that remain to be addressed, particularly on scaling up individual learning to collective capabilities, and widening the focus from implementation teams to individuals working at consortium level.
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3

Khan, Ayesha, and Komal Qidwai. Donor Action in Pakistan: A Comparative Case Study of CDIP and AAWAZ. Institute of Development Studies, March 2021. http://dx.doi.org/10.19088/ids.2021.025.

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This paper analyses findings from a study of the Consolidating Democracy in Pakistan (CDIP) and AAWAZ Voice and Accountability programmes, both funded by the UK government. The study is a contribution to the A4EA research programme workstream ‘Unpacking Donor Action’. It is based on a secondary literature review, analysis of programme documents, and qualitative interviews with individuals who worked with these programmes at various levels. The analysis explores the interaction between the two programmes to argue they produced strong synergies as an outcome of their adaptive programming approach. The synergising took place under conditions of growing constraints on civic society and the democratic process during the programme life cycles. The paper concludes that the beneficial interaction effects were an outcome of strategic partnerships with a common implementing agency (DAI) and deep engagement with civil society organisations, but without empowered local government and on-going donor support the empowerment effects are difficult to sustain.
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4

Stopford, Nikki, and Jacqueline O’Reilly. Innovation Work Chains in US Retail: Automation, Tracking and AI Adoption during the COVID-19 pandemic. Digital Futures at Work Research Centre, March 2022. http://dx.doi.org/10.20919/ivrp6984.

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The 2020 global pandemic led to record grocery sales and significantly accelerated the adoption of online retail services. This trend is expected to grow as mainstream retailers aim to keep up with the speed of delivery from ‘digitally native’ competitors and changing consumer expectations. Technological innovation is being introduced to different parts of the retail supply chain leading to a changing landscape for jobs. Here we develop the concept of Innovation Work Chains (IWC). We use this framing to discuss how the introduction of different types of innovative technology are likely to impact on employment practices across the supply chain in large-scale grocery retail. This research draws on sector reports and extensive interviews with Walmart US and one of their technology partner organisations in the USA. The focus is on how automation technologies like robots, tracking technologies and AI have become pivotal to the efficient management of retail supply chains. The evidence suggests that an iterative process of adoption and adaption is required to develop company specific solutions. However, legacy systems can pose a challenge to the speed at which automation technologies can be efficiently integrated. The concept of Innovation Work Changes highlights the differential impact on the employment landscape across the retail eco-system
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5

Haider, Huma. Mainstreaming Institutional Resilience and Systems Strengthening in Donor Policies and Programming. Institute of Development Studies (IDS), June 2021. http://dx.doi.org/10.19088/k4d.2021.101.

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This rapid review synthesises evidence on key aspects of mainstreaming institutional resilience and systems strengthening in donor policies and programming in FCAS (Fragile and Conflict-affect States) contexts, particularly in nutrition (food security), health, WASH and the economic sector. Institutional resilience is the ability of a social system (society, community, organisation) to absorb and recover from external shocks, while positively adapting and transforming to address long-term changes and uncertainty. Investing in strong, well-functioning and adaptable social systems, such as health, education and social protection systems, can build resilience, as this help to cushion the negative economic and social effects of crises. While development actors have established guidance on how institutions can be made more effective, inclusive and accountable, there is much less literature on institutional resilience and how development actors can help to foster it. Much of the literature notes a lack of systematic evidence on applying the concept of resilience. These gaps extend to a dearth of guidance on how development actors can mainstream institutional resilience and systems strengthening into their policies and programmes. This rapid review draws on common factors discussed in the literature that are considered important to the strengthening of resilience and particular systems. These may, in turn, provide an indication of ways in which to mainstream institutional resilience and systems strengthening into development policy and programming
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